Business Review Australia - May 2017

Top 10

April / May 2017

Australian start-ups

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EDITOR’S COMMENT

HELLO and

WELCOME to the May edition of

Business Review Australia.

THIS MONTH WE kick off by looking at three of Australia’s most prominent business figures, bosses at the country’s most powerful companies.

We then travel from big business to small start-ups, where Chloe Lewis charts 10 of the most promising starter companies looking to disrupt their respective industries. Key to their success is pioneering usage of technology, and in some cases this will mean harnessing the power of AI. Our technology feature in this

edition looks at how AI is influencing Australian businesses today.

Sticking with tech, our cover story includes an exclusive interview with NEXTDC, a leading Australian data centre company. Find out how it is continuing to take the market by storm.

Read on to find these features and a range of other exclusive insights from movers and shakers in various industries.

I hope you enjoy the read, do join the debate @BizReviewAU

Tom Wadlow Editor tom.wadlow@bizclikmedia.com 3

CONTENTS

06

PROFILE

An Australian power trio

26 NEXTDC

TECHNOLOGY

12 Is Australia clever enough for artificial intelligence?

TOP10

18

Top 10 Australian start-ups

58 Albert Smith Group

72

C O M PA N Y PROFILES

LJ Hooker Commercial

CONSTRUCTION 26 NEXTDC 58 Albert Smith Group 72 LJ Hooker Commercial 82 CSR

SUPPLY CHAIN 90 Hi-Trans Express Pty Ltd 104 HealthShare

FOOD & DRINK 114 The Star Group 126 Stamford Hotels & Resorts 134 The a2 Milk Company

HEALTHCARE

90

Hi-Trans Express Pty Ltd

114

The Star Group

126

Stamford Hotels & Resorts

144 Anglican Care

ENERGY 154 Level Crossings Authority

134

82

The a2 Milk Company

144

Anglican Care

104 HealthShare

PROFILE

An Australian POWER TRIO

We take a look at the careers of bosses at three companies named in the top 10 most valuable Australian brands

Wr it t e n by : TO M WA D LOW

PROFILE

THIS YEAR’S LEAGUE table of Australian brands produced by Brand Finance has seen a few movements inside the top 10, but only one company being displaced. Rio Tinto swapped places with Macquarie into 11th, with the usual suspects again appearing in the top 9.

Again at the summit is Telstra, with a massive brand value of

almost US$11 billion, some $2.7 billion ahead of its closest challenger Commonwealth Bank.

The bosses of these top companies are ultimately responsible for maintaining these positions of business power, and we now take a look at the backgrounds of CEOs at three of the top 10 – Telstra, Westpac and BHP Billiton.

Andrew Penn Chief Executive Officer, Telstra Having served as CFO and Group Executive International, Andrew Penn became CEO in May 2015, and has overseen Telstra’s continuing rise in brand value. Penn has spent more than 30 years in and around the top of business, most notably with insurance giant AXA in the Asia Pacific region where he was CEO between 2006 and 2011. His leadership resulted in the company being sold to its parent for $10.4 billion in 2011.

Outside of business, Penn is Life Governor and Foundation Board 8

May 2017

member for Very Special Kids, a children’s charity that helps more than 900 families across Victoria who have a child with a life-threatening condition. He is also a member of the Juvenile Diabetes Research Foundation Advisory Council, The Big Issue Advisory Group, and an Amy Gillet Foundation Ambassador.

Penn holds an MBA from Kingston University in London and is a Graduate of Harvard Business School’s Advanced Management Program.

He is also a fellow of the Chartered Association of Certified Accountants.

AN AUSTRALIAN POWER TRIO

Outside of business, PENN IS LIFE GOVERNOR AND FOUNDATION BOARD MEMBER FOR VERY SPECIAL KIDS, a children’s charity that HELPS MORE THAN 900 FAMILIES across Victoria who have a child WITH A LIFETHREATENING CONDITION

9

PROFILE

Brian Hartzer Managing Director and Chief Executive Officer, Westpac

Westpac is ranked seventh in Brand Finance’s most valuable Australian brands, holding a brand value of $5.8 billion.

Managing Director and Chief Executive Officer Brian Hartzer was appointed to these roles in February 2015, having joined the company in June 2012 as Chief Executive of Australian Financial Services. This role encompassed Westpac Retail and Business Banking, St George Banking Group and BT Financial Group.

Hartzer is a Director of the Australian Bankers’ Association having formerly held the role of Chairman until December 2015. He was in the UK with Royal Bank of Scotland for three years prior to joining Westpac, and prior to this spent 10 years with Australia and New Zealand Banking Group Limited, better known as ANZ. Hartzer is a European History Graduate from Princeton University, and also a Chartered Financial Analyst.

10

May 2017

AN AUSTRALIAN POWER TRIO

Andrew Mackenzie Chief Executive Officer, BHP Billiton Ranked the eight most valuable brand in Australia, mining giant BHP Billiton holds a brand value of $3.9 billion.

The company’s CEO is Andrew Mackenzie, an industry heavyweight with vast experience at some of the world’s largest mining and energy companies. Mackenzie joined BHP Billiton in November 2008 as Chief Executive Non-Ferrous, becoming overall CEO in May 2013.

Before arriving at BHP, Mackenzie was Chief Executive of Diamonds and Minerals at Rio Tinto. He also spent several years at petroleum

giant BP, where he held a number of senior roles including Group Vice President for Technology and Engineering and Group Vice President for Chemicals. Mackenzie was also a Non-Executive Director of Centrica from September 2005 to May 2013.

Born in December 1956, he grew up in Kirkintilloch, Scotland, and was educated at the University of St Andrews where he graduated with a first class bachelor’s degree in Geology in 1977. He went on to study at the University of Bristol where he was awarded a PhD in Organic Chemistry in 1981, before being made a Fellow of the Royal Society in 2014. Mackenzie is also adept at foreign languages, able to speak five different dialects.

11

TECHNOLOGY

Is Australia clever enough for

ARTIFICIAL

?

INTELLIGENCE

Writ ten by: WE DAE LI CHIBE LUS HI

TECHNOLOGY

According to a recent report by Infosys, Australian companies are the worst prepared for the arrival of artificial intelligence among major economies. Is there any hope? Business Review Australia finds out IT COMPANY INFOSYS found that Australian companies are the worst prepared for the arrival of artificial intelligence (AI) technologies (out of selected major economies).

To find this information, Infosys commissioned independent research agency Vance Bourne to survey 1,600 business leaders of companies with a) over 1,000 staff b) at least $500 million annual revenue across Australia, China, the United States, Germany, France, India and the UK Although Australia spends the second-largest amount of money on automation, the country came last in both the skills needed for AI takeup and plans to integrate AI. “Though many Australians may not recognise it, AI is all around us,” Andrew Groth, Senior Vice President & Regional Head of Infosys Australian and New Zealand said. “Using 14

May 2017

complex algorithms, Australian businesses are programming computers to analyse, learn and action vast volumes of data to help combat credit card fraud, speed up new medicine discoveries or even improve your online shopping experience.”

However, the study also found that major Australian businesses invested an average of $7.9 million last year in AI, which places it only behind the US. Infosys expect Australia’s AI spend to increase further, “as organisations in every sector look to scale up and broaden their AI strategies”.

Clearly, Australian financial investment in AI is high. However, businesses are struggling to translate money into results.

“The path to AI deployment is a marathon, not a sprint,” Groth said.

We take a look at the Australian businesses who’ve committed to the

ARTIFICIAL INTELLIGENCE

marathon, and see what they’re doing to accommodate AI technologies.

Australian direct bank ME plans to explore AI technologies this year.

The firm wants to supplement its existing automated decision-making capabilities and further streamlines its customer relations. According to ME IT boss Mark Gay, customer experience is something fintech businesses are doing well and thus they pose a threat to the banking sector. ME recognises a need to research and experiment with AI. They want predict the future of AI in banking. The bank will be feeding data into the Microsoft Analytics Platform System, a big data analytics appliance that it bought last year to gain further insights into AI. ME purchase evaluation, credit and behavioural data regularly in order to help automate decision-making. Its work with AI supports Groth’s claim that many large Australian businesses are already experimenting with AI. It’s early days for ME and AI, so no one can say whether they’ll reap the rewards of “cost savings, improved productivity and better decision making benefits.”

Groth continues: “We’re also seeing robotics AI in the form of

The Australian branches of big four audit firms KPMG, EY, DELOITTE AND PWC are financially SUPPORTING A NEW GENERATION OF ARTIFICIAL INTELLIGENCE

15

TECHNOLOGY

driverless trucks that improve safety for Australian mine workers, autonomous machines manufacturing high-tech products and even a robotic pharmacist being used at a Perth hospital to order and dispense lifesaving drugs.”

Said hospital is Fiona Stanley Hospital, which introduced an automated pharmaceutical ordering system. The set up consist of $7 million robots which move, scan and store $200,000 worth of drugs daily.

According to ABC, Fiona Stanley hosts the biggest robotic drug dispensary in the southern hemisphere. The human workforce previously responsible for these jobs has been reassigned to other tasks in the hospital. Rather than making staff redundant, Fiona Stanley Hospital has proven preparation for AI by planning to replace jobs Australian audit firms join Fiona Stanley Hospital in the marathon to AI maturity. The Australian branches of big four audit firms KPMG, EY, Deloitte and PwC are financially supporting a new generation of artificial intelligence. KPMG has built a new AI team, named Solution 49x,

16

May 2017

which has grown to 30 staff members in its first eight months. According to KPMG, the unit will embed “artificial intelligence, machine-based learning, cognitive computing, advanced analytics, probabilistic reasoning and deterministic business rules management into core processes and functions within a client organisation”.

Alternatively, EY has established EYC3, the firm’s advanced analytics business. EYC3 will be investigating a new breed of enterprise AI techniques.

Deloitte also has a dedicated AI group – Automate. Automate is home to enterprise AI and cognitive domain knowledge. One in five client projects at PwC Australia presently involves some form of enterprise AI. Large firms focusing on AI demonstrates efforts by Australian business to invest in the sector.

Not only that, the efforts show an awareness of AI immaturity.

Businesses are studying innovation in AI, experimenting with these technologies, and making sure that there are minimal job losses when AI arrives.

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TOP 10

Top 10 Australian

START-UPS Business Review Australia takes a look at 10 start-up companies disrupting the various industries in which they operate.

Writ ten by: CHLOE LEWIS

TOP 10

PROXIMA WAS STARTED by Sydney developers Dan Nolan and Seb Pedavoli, and they have also created two apps: Experience and Wallet. Proxima is based on iBeacons, a technology Apple introduced with IOS 7. IBeacons are low energy Bluetooth beacons that broadcast a signal that IOS devices can pick up and respond to. The company’s products are designed to enhance marketing capacity. Iris, a marketing tool, is designed to engage in conversations on Twitter in a human-like way.

10

9 SHOES OF PREY is an Australian company which offers personalised shoes including boots, heels and flats.

To customise a shoe, the customer chooses a blank template in the style they would like and is given the option to change the colour, strap, heel type/size and embellishments.

The company was started in 2009

by Jodie Fox with just three staff, and has grown to almost 200. In 2015, the headquarters moved from Sydney to Los Angeles, and a factory opened in China.

7 LAWPATH WAS FOUNDED by Damien Andreasen and Phil Morle and currently has 25,000 users and over 650 lawyers. The company claims that, since it started, it has grown revenue by 800 percent and users by 400 percent year-on-year. LawPath is Australia’s leading provider of Cloud Legal services for small to medium businesses, and is mostly aimed at start-ups. The company helps with registering companies, offering basic, premium and deluxe packages. The customer will also set up a LawPath subscription, which includes unlimited access to all features, including 200+ legal documents, quotes from lawyers and a legal health check.

DESIGNCROWD IS A crowdsourcing website started in 2008 by Alec Lynch. In 2015, it hit $30 million in projects through its design platform, which acts as a virtual studio for almost 500,000 creatives and graphic designers across 165 countries.

From 2014 to 2015, the business grew designer payments from $20 million to $30 million, and expanded internationally.

8 21

TOP 10

6 STYLERUNNER IS AN Australian online-based activewear start up founded

by Julie Stevanja and her twin sister Sali Stevanja in 2012. The online store stocks brands such as Stella McCartney, Puma x Rhianna, Adidas, Lacoste and Nike. The company has put a lot of work into online analytics, and what its customers want to see on social media. This, and how much work it puts into making sure the product looks good online (hair, make-up, positioning) is the reason for its half a million Instagram followers and high sales.

22

May 2017

CANVA WAS FOUNDED when graphic design teacher Melanie Perkins realised her students were struggling to learn the basics. After partnering with co-founder Cliff Obrecht, they launced Fusion Books, an online design tool that made it simple for students and teachers to create their own year books. After realising that what they had made could be used on a much larger scale, they created Canva. To create Canva, Melanie and Cliff joined with Cameron Adams, who is now Canva’s Chief Product Officer.

5

4 KOALA MATTRESS IS a manufacturing company in Australia whose mattresses include zero disturbance technology and are designed specifically for the Australian climate; cool to touch in the summer and warm in the winter.

Every time someone buys a Koala Mattress, they will also adopt a Koala in partnership with the Koala Hospital in Port Macquarie. The adoption will support the hospital and helps sick and injured Koala’s to be released back into the wild once they are healthy. In 2016, the company recorded $1 million in sales in 80 days and is now looking to expand into China, America and Europe.

SHIPPIT IS A shipping company which has made shipping items around the world easier. An account with Shippit gives access to a range of carriers, and the customer can then choose which carrier is most suited to their needs. Customers can track their packages using live GPS and can leave a review on how well carriers performed. Shippit was founded in Sydney in May 2014 and officially launched in February 2015. It started off working with small fashion boutiques and now runs the deliveries of hundreds of retailers across Australia and sends thousands of deliveries a month.

3

TOP 10

2 INSTITCHU WAS FOUNDED by James Wakefield and Robin McGown after they left their corporate jobs to start the online store for tailored suits. The company has showrooms in Sydney, Brisbane and Melbourne

24

May 2017

and is planning on entering the US. It gives the customer the opportunity to completely custommake their suit, with the option to change the fabric, composition, colour, pattern and weight.

1 SPACER WAS FOUNDED by Mike Rosenbaum and Roland Tam and gives people the option to rent out spare space they have in their home or garden to other people who need it. People can rent out space for furniture, cars, boats, clothes, caravans and office documents.

Customers can list garages and parking spaces for free and will receive monthly payments. For people renting the space, prices range from $43 a week for a garage, $29 a week for a parking space, and $37 a week for self-storage.

25

POWERING AUSTRALIA’S NEW

MEGAWATT

INDUSTRY Written by Leila Hawkins Produced by Jeff Debicki

NEXTDC data centres are not anonymous industrial sheds – as shown here at P1 Perth, they need to appeal to clients as well as staff and partners

We speak to NEXTDC Chief Operating Officer Simon Cooper about the country’s rapidly expanding data centre sector, charting the vital role the company has played and will play into the future.

A

round the world Australia may be best known for its unique landscape, stable economy and cultural mix, but there’s also an exciting IT industry growing here full of ready and willing early adopters.

Australia’s ICT industry has developed enormously in the last decade, something that data centre provider NEXTDC has been a big part of.

Establishing a presence

NEXTDC’s sites straddle the range of Australian climates, from humid sub-tropics to semi-arid to the chilly south, with facilities in five major cities: Sydney, Melbourne, Brisbane, Perth and Canberra. It has already built out around 35MW

28

May 2017

of 42MW of potential capacity across these locations, with each site and market chosen for specific reasons, and has a further 60MWplus in the pipeline as it focuses on second-generation sites.

Brisbane, where NEXTDC’s first data centre was built, is the go-to city for national businesses to position their Asia-facing headquarters. The capital city of Canberra poses real prospects for company growth, as the federal government has increased their IT spend by $3 billion in the past two years to $10 billion, and is increasingly focussed on connecting to public and private clouds. In Melbourne, the market is growing substantially faster than anywhere else in Australia, and all

CONSTRUCTION

the way over on the west coast, new submarine cables landing in Perth in the next few years could turn the city into a regional data hub, not to mention being the central focus for all development in the Western Australian economy.

As the company developed this national coverage it was naturally important for NEXTDC to have a strong capability in Sydney, where international players already operated data centres alongside the largest home-grown players, such as Telstra and Optus. However, as Simon Cooper, NEXTDC’s Chief Operating Officer explains, “the

strategy was to get to Sydney later once our reputation and capabilities were understood, since it already had a mature market. We initially focussed on the opportunity that the rest of Australia presented.”

Because of this, once NEXTDC arrived in Sydney toward the end of 2013, more than a quarter of the new data centre was contracted prior opening – NEXTDC had already established a strong customer base and brand recognition, which pulled business through and enabled NEXTDC to make rapid inroads into the competitive Sydney space.

When complete toward the middle of 2017, B2 will be Brisbane’s largest independent data centre, offering 3,000m2 of technical space and 6MW of power

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29

ABB delivers intelligent power to secure the data needs of tomorrow. Data centers need power 24/7 to avoid outage costs of a reported $1 million or more per hour.

ABB’s data center solutions and integrated systems are designed for heavy-duty applications and the world’s ever-increasing data demands. As an expert in power and automation, we have solutions for every type of data center; cloud, colocation, telecommunications and financial services customers.

With today’s data centers consuming 30 times more power per square foot than the average office building, and with the demand for electricity continuing to grow, it is critical that we plan to use our resources more effectively.

We believe that intelligent data needs intelligent power and provide technologies which allow for stronger integration of renewable energy resources.

We adopt a three-pillar strategy to improve efficiency and ensure continuous operation:

1. We don’t just view energy as electricity – it could also be hot and cold water. We use smart intelligent connections to get heat out and product cooling back to the data center. ABB can offer innovative power grid technology and expertise required to integrate multiple power sources as well as grid power into your data center.

2. We all know that increasing energy demands lead managers to over-plan capacity

from the outset. At ABB, we take a different view, by provisioning electrical infrastructure with more industrial thinking. The use of elastic critical infrastructure allows operators to purchase the required amount of capacity from day one, reducing costs and driving energy efficiency. ABB’s entire portfolio is designed for modularity, from components like circuit breakers, UPS systems, all the way through to our engineered solutions like substations.

3. We also provide solutions for more environmentally friendly data centers through

deep component visibility. Data centers can be complicated things; they include a myriad of devices, from servers to fire extinguishers to cooling equipment, all of which need to be connected. By using industrial protocols that transfer more content and data we minimize the amount of cables and reduce complexity in the architecture

Just imagine how everyone is depending more and more on data, computing power and connectivity, with an increasing reliance on optimum data center performance.

At ABB, we can help you meet the data demands of today and tomorrow.

www.abb.com/datacenters

The Australian market

Simon Cooper

Chief Operating Officer Simon Cooper directs the data centre design, construction, operations businesses at NEXTDC. He is a qualified engineer with extensive leadership experience in the international IT and telecoms industry. Simon was previously based in Singapore as Senior Vice President at Tata Communications, responsible for strategic network development in support of the company’s global portfolio.

Cooper joined the company in 2011 when NEXTDC was at the early start-up stage. Prior to joining he was Senior Vice President, Network & Solutions, at Tata Communications, where he got to know NEXTDC’s then future founder Bevan Slattery while working together on an international submarine cable development project. When Slattery needed a COO he called Cooper because of his extensive experience in the telecommunication sector and successful delivery of multiple large infrastructure businesses.

At the time the data centre market hadn’t taken off in Australia, so Cooper seized the chance. “My previous role was a global one, so I could see what was happening in North America and Europe. The cloud was coming, the enterprise

In the FIRST 12 MONTHS that we had OPTUS ON BOARD THEY INCREASED THEIR FOCUS ON CLOUD SOLUTIONS rather than building data centres and instead make use of ours 32

May 2017

CONSTRUCTION

was shifting and I could see where Microsoft, Google and others were going. You don’t get the opportunity very often in your career to jump into something like that and shape it.”

Since then the market has changed rapidly, especially with large-scale, international operators expanding massively in Sydney and turning their attention to Melbourne. “If you match Australia to its direct population it’s punching well above its weight,” Cooper says. “That’s something Australia has always done with technology. I think it’s a combination of distance and some of the cultural linkages back to Europe and the US. Also aspiration, both at the enterprise level and the individual. If you were to talk to Microsoft or Amazon, the use they see here compared to the population is quite dramatic.

NEXTDC has successfully taken part in that and helped it along.”

As a result the company is growing fast – its facility utilisation increased almost a third in the past year, and it’s in the midst of expanding data hall space in its first-generation

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33

Jeff Van Zetten

Head of Engineering and Design Jeff Van Zetten is responsible for the overall design, commissioning, Uptime Institute Tier Certification process, ongoing performance, and energy tuning of NEXTDC’s data centres.

Prior to joining NEXTDC, Jeff was based in Singapore as the Asia-Pacific technical director for a leading high-performance, buildings technology company.

Jeff has experience in onsite commissioning and troubleshooting data centre and major projects throughout Asia, Australia, Europe, North America, and South America.

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Data centres are an increasingly critical component of organizations’ IT strategies, guaranteeing uptime for key infrastructure, and acting as a hub for cloud access and interconnection. The need to avoid downtime is also driving increased redundancy at all levels. NEXTDC is addressing this challenge by driving network innovation that delivers the speed and agility required to meet these new demands.

“On this journey, we have the support of our local partner Comlinx with technology from the global networking vendor Juniper Networks,” said David Dzienciol, Chief Customer Officer & Executive Vice President of Technology at NEXTDC. “The Juniper Networks technology allows us to more easily scale network capacity and support a multitude of network architectures”.

“We know that NEXTDC can always count on Junipers networking innovations and that coupled with our Comlinx 24 x 7 NOC, ensures that NEXTDC’s high density, high performance Data Centre requirements are supported in the best way possible” said Comlinx Co-Founder and Director, Scott Smith. “The flexibility provided within the Juniper API environment will also ensure that automation continues to drive operational efficiency for NEXTDC’s business and its customers.”

“We are proud to say that our strong partnership with Comlinx has enabled us to

continuously provide highly-valued services, all while delivering on the very best of networking innovations for major data centre operators like NEXTDC and beyond,” said Ralph Candiloro, regional VP ANZ, Juniper Networks.

As customers’ needs for connectivity become increasingly sophisticated the performance and security demands on networking infrastructure has similarly grown. To keep up with these constantly evolving requirements Juniper believes in a strong partner ecosystem to provide comprehensive and consistent levels of service all while simultaneously delivering on tailored offerings specific to their needs.

Comlinx has been a long-standing partner of Juniper Networks, and possesses extensive skills across Juniper’s switching, routing, security and optical technologies. They have achieved and maintained the highest level of Technical and Support Accreditation for the past 10 years.

Junipers innovative technology can help your business to deliver greater customer value. To discover how Comlinx and Juniper Networks can help you and your customers, visit www.comlinx.com.au or www.juniper.net or call Comlinx on +61 7 3852 9800.

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CONSTRUCTION

Elements of the core infrastructure that supports the data halls at S1 include the rooftop mechanical plant, which can utilise direct freeair cooling to greatly reduce the amount of energy used

160

Number of Employees at NEXTDC Perth, Melbourne, Canberra, and Sydney facilities (e.g. adding an extra 1MW in Sydney) while building three brand new data centres in national partnership with the awardwinning FDC construction and fitout company. S2 will be NEXTDC’s

second data centre in Sydney, and will be operational during 2018. With an ultimate capacity of 30MW and around 8,000m2 of client space, it will be the biggest facility in the company’s nationwide network.

Brisbane will see a new data centre in mid-2017, scaling up to 6MW, and in Melbourne a site of at least 25MW of capacity is also well along in its construction phase.

The sites are carefully positioned so that they’re well served in terms of transport and the essential utilities of water, power and telecommunications.

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37

fdcbuilding.com.au

CONSTRUCTION

Buildings are designed in such a way that they’re expected to be active for up to 50 years.

Energy and sustainability has been important to NEXTDC from the outset, and as an example of putting money where its mouth is, the company made its first material investment in renewable energy back in 2012, specifically a 6,000m2, 400kWpk rooftop solar array at their M1 Melbourne site. Typically this installation will generate around 500MWhr per annum, which is 100 percent consumed by the resident customers and critical infrastructure.

Connected business environment

NEXTDC data centres offer a range of connectivity services to allow their customers to connect directly to each other and to the myriad of service providers present in any of NEXTDC’s facilities and others.

In NEXTDC’s data centres customers have the option of physical (dedicated port) or virtual (shared port) connections.

Cross Connects are physical cable connections within a data

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John Turner

Head of Construction & Project Management John works closely with NEXTDC’s suppliers to maintain schedules, and the quality of the infrastructure and services contracted by NEXTDC, while directing the on-going development of NEXTDC’s facilities, both operational and in development.

John Turner previously held senior positions in, or contracted to, major corporations including Westpac and CSC, where he was responsible for the delivery of critical operation facilities, data centres and large scale commercial projects throughout Australasia.

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CONSTRUCTION

Teams of highly skilled technicians are always onsite at NEXTDC data centres, and are available to perform a wide range of Remote Hands services

The entire national team supporting

OUR FIVE DATA CENTRES KNOW HOW EACH OTHER OPERATE, and are all there for each other if and when required – SIMON COOPER, CHIEF OPERATING OFFICER

centre providing a dedicated connection between those two parties. Users can also connect to the AXON interconnectivity platform, from which they can provision and de-provision reliable and highly secure elastic crossconnects (EXCs) in seconds.

The physical Cross Connect product consists of either singlemode optical fibre (SMOF – single or dual core) or a Cat 6 Ethernet cable, and each is delivered by a trained NEXTDC facility technician via secure dedicated interconnect rooms, also where multiple

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NEXTDC M1 data centre Learn more at srasolutions.com.au/#nextdc

Designed, coloured, contained, secured, installed and repeated since 2012.

Let’s talk about expanding your current capacity or building your new data site: call Richard Wixon on 0451 634 624 or richard.wixon @ srasolutions.com.au

RACKS

POWER

COOLING

SECURITY

MANAGING

MONITORING

srasolutions.com.au

AUSTRALIAN INGENUITY & ENGINEERING

NEXTDC told us to ‘get started’.

Five years later we’re still going.

“

Simon* says: SRA Solutions’ continued support of NEXTDC with our wide range of critical data centre products and great engineering is based on us jointly recognising where expertise and innovation can deliver repeated success.

Technology behind the technology

What drives the partnership?

We are proudly Australian owned and

Passion and innovation are cornerstones

are a key supplier to the nation’s leading

of the NEXTDC message and we strongly

independent data centre operator. Helping

align with these values. Our team has

get the physical infrastructure right is a

helped NEXTDC pursue its goal to provide

critical part of NEXTDC being at the top

enterprise-class colocation services nation-

of their industry. We certainly feel that

wide with flexible infrastructure solutions.

we are part of the technology behind the technology.

Data centres of the future We have designed and built products for

Rack-ready

data centres for some 30 years, extending

SRA Solutions have worked closely with

across racks, cabinets and enclosures,

NEXTDC to provide fully installed racks

through to high efficiency cooling, scalable

within their data halls, featuring energy-

power installations and heat load testing.

efficient hot or cold aisle containment

We are at the forefront of turnkey

and industry unique colour-coded doors

solutions for data centres of the future.

to indicate the correct equipment installation and airflow. We are proud of our ability to provide customised racks tailored to the NEXTDC rack-ready solutions environment.

*

Simon Dunphy, General Manager—Sales and Business Development, SRA Solutions: 10+ years experience in high level data centre design

”

and construct projects for government, defence and commercial investments.

Call him directly on 0435 125 189 to discuss what SRA Solutions can do for you.

Paramount Airconditioning, a family owned and operated business, offer the best commercial airconditioning & mechanical services Melbourne & Sydney has to offer with over 40 years experience in installation and service, back up by in house mechanical engineering and NEBB Certified commisioning.

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carriers have established a point of presence. Each data centre has multiple fibre entry points (aka pits) to ensure that carriers can provide fully redundant offerings to their and NEXTDC’s customers. Diversity and redundancy is also supported within NEXTDC’s facilities through multiple paths and data hall entry points from each interconnect room.

As NEXTDC develops its second data centre in a given city, it will be bridging the physical distance between the two data centres with an expanded data centre cross connect product set, based on diverse fibre links if required, or very low cost fibre-like dedicated connections. This will allow organisations to seamlessly extend their service between data centres, and give customers of either facility secure access to the other.

NEXTDC also operates its own private Enterprise LAN supporting the many IT-related services needed to run a large data centre business, which is deployed with the support of their local partner Comlinx based upon technology

Jeff Burvill

Head of Facility Management Jeff oversees NEXTDC’s five operational data centres – soon to be eight – and the facilities teams, not only does he ensure the facilities are maintained and run 24/7, but the safety and security of the people working onsite. Previously an Operations Manager at Alcatel-Lucent, and before that AAPT, Jeff has over 20 years’ experience in managing infrastructure for large-scale telecommunications enterprises.

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piller.com

We’re No.1 for mission critical power protection.

At Piller we are proud to support NEXTDC’s national network of next-generation data centres with an award-winning combination of our Diesel Rotary Uninterruptible Power Supply (DRUPS) and our unique Isolated-Parallel Bus solution.

The first of its kind in the Asia-Pacific region, it was instrumental in NEXTDC being awarded the Uptime Institute’s 2015 Brill Award for Efficient IT.

NEXTDC

Nothing protects quite like Piller

V

ROTARY UPS SYSTEMS / HYBRID ROTARY UPS SYSTEMS / DIESEL ROTARY UPS SYSTEMS / STATIC UPS SYSTEMS / STATIC TRANSFER SWITCHES KINETIC ENERGY STORAGE / AIRCRAFT GROUND POWER SYSTEMS / FREQUENCY CONVERTERS / NAVAL POWER SUPPLIES / SYSTEM INTEGRATION HEADQUARTERS: PILLER GROUP GmbH Piller France / Piller Germany / Piller Iberica / Piller Italy / Piller UK / Piller Brazil / Piller Canada / Piller USA / Piller Australia / Piller China Piller India / Piller Korea / Piller Singapore / Piller Taiwan

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from the global networking vendor Juniper Networks.

What sets them apart

NEXTDC has already forged very strong relationships with the likes of Telstra, Fujitsu, CenturyLink, and Optus amongst many other successful complex solution providers. “For example, during the first 12 months of our Optus partnership they increased their focus on cloud solutions rather than building data centres, instead making use of ours,” Cooper adds.

The on-the-ground expertise provided by NEXTDC’s engineering,

NEXTDC offers a Remote Hands service for onsite technical assistance, ranging from managing deliveries and installations, performing compliance or equipment audits, or simply escorting contractors

facility and project management teams is a fundamental point of difference to their competitors.

NEXTDC’s people are designing, testing, monitoring and tuning these data centres, and a key area of strength that NEXTDC prides itself on is working directly with customers.

“We’ve got highly trained members of our team on-site 24/7, ready and able to unbox any customer equipment sent to us, install it in racks, connect it, power it up, and hand it over remotely so that the customer never needs to come to the site or to spend money

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on sending others to the site if they so choose. At the other end of the spectrum, if it suites, once individuals have been inducted into the site they can show up 24/7 and we don’t need to get in their way.”

The data centres are fitted with business lounges for customer staff to have somewhere comfortable to relax and recharge at any hour of the day or night, alongside quietrooms, meeting rooms, private office space and everything you might expect in a client-focussed office environment, but not so much in a large-scale data centre.

None of NEXTDC’s core data centre staff are outsourced, everyone from the engineering team all the way through to customer service representatives are on the payroll. “The person you see when you walk through the front door might at first appear to be a security guard there to check you out, but they’re really not,” says Cooper. “They’re primarily there to help and assist, a concierge if you will, and most importantly are first and foremost there to say

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My previous role was a

GLOBAL ONE, so I could see what was happening in North America and Europe.

THE CLOUD WAS COMING, the enterprise was shifting and I COULD

SEE WHERE MICROSOFT, GOOGLE AND OTHERS WERE GOING

– SIMON COOPER, CHIEF OPERATING OFFICER

Smart and Effective Fire Protection Systems Unified Fire Protection focus as a contracting and service enterprise is to provide the expertise required in designing, supplying, installing and maintaining a wide range of fire protection services.

We cover a comprehensive range of fire protection systems including: • Fire Sprinkler Systems • Pre-Action Sprinkler Systems • Hydrant and Hose Reel Systems • Gas Suppression Systems • Water Mist Systems • Fire Detection Systems • Emergency Warning Systems • Aspirated Detection Systems • Fire Extinguishers • Annual Certification Inspections

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To safeguard your business, contact our office at: 3/7 Inglewood Place, Baulkham Hills, NSW 2153 Business Contact: (02) 9099 0333 Emergency AH: (02) 9099 0335

info@unifiedfire.com.au service@unifiedfire.com.au www.unifiedfire.com.au

‘Hi, I can see you’re supposed to be here and I can see you have booked some NEXTDC remote hands support, how can I help?’”

To be able to do this the company has put a very strong focus on in-house training programmes, including shadowing across all departments for technical engineers, sales staff and customer help desks. Employees might initially join part time or be doing night shifts to support themselves while

studying, for instance, and this enables them to become part of the team and the culture as they move deeper into the organisation.

“Having an engaged workforce is vital to achieving our strategic objectives,” continues Cooper.

“NEXTDC’s success is all about teamwork, and a workplace that promotes diversity and fosters a culture that recognises and celebrates our success as a team.”

NEXTDC is also willing to rotate

Excellence in Pre Fabricated Engineering for Mission Critical Facilities.

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B1 is located in the heart of Brisbane’s CBD, and is Queensland’s most fibreconnected commercial data centre

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WESTERN AUSTRALIA’S DATA CENTRE, ELECTRICAL AND COMMUNICATIONS COMPANY Everett Smith-Proud Partner of

www.everettsmith.com.au

• Data Centre Audits • Electrical Engineering • Power Monitoring and Reporting • BIM Modelling • DC Installations • Hot and Cold Aisles • All Copper & Fibre Installation & Design • Fibre Guide & Containment Systems • Wireless & GPS Installations • Certified with all Major Data Manufacturers

DATA CENTRE SERVICES

www.crs.com.au CRS delivers customised racking, security caging, hot and cold aisle containment, network connectivity, UPS systems, power monitoring and intelligent networked power distribution, and lighting control and automation solutions to the ICT and commercial construction industry. co

LEARN MORE

CONNECT WITH US

Unit C, 110 McEvoy St, Alexandria NSW 2015 | T: +61 2 9469 1100 | E: sales@crs.com.au

NEXTDC’s five story S1 offers enterprise-class colocation space, and provides on-demand access to major cloud platforms such as AWS Direct Connect, IBM SoftLayer, Microsoft Azure and Office 365 via ExpressRoute

staff around the country, so employees get a sense of how the data centres operate nationally.

“It might not feel like the three or four-person team running the Brisbane date centre is very deep,” Cooper explains, “but in fact the entire national team supporting our five data centres

NEXTDC’s data centres are constantly monitored and maintained to ensure service continuity and high quality power even in the event of a grid outage

know how each other operate, and they are all there for each other as and when required.”

Achievements

The strength of NEXTDC’s company culture and business success has allowed it pursue certification for important industry standards, among them those set by the International Organization for Standardization (ISO). This independent, non-governmental organisation seeks to ensure best practice in terms of safety, quality and compliance across pretty much every industry. NEXTDC has achieved ISO certifications for quality management, environmental management, and information security.

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PROUD PARTNER OF NEXTDC

WWW.GREENBOXARCHITECTURE.COM

From humble beginnings in 1966, Donald Cant Watts Corke has grown into Australia’s largest privately owned cost and project management consulting firm. We have helped some of the nation’s most respected organisations turn their ideas into reality; and proudly support the NEXTDC team in delivering their projects across the country.

www.dcwc.com.au

Level 10, Angel Place, 123 Pitt Street, Sydney NSW 2000 P: 02 9922 4500 F: 02 9922 6017 E: dcwc.nsw@dcwc.com.au

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The output of M1’s 6,000m2, 400kWpk rooftop solar array is 100 percent consumed by the resident customers, who also benefit from M1’s industry-leading NABERS 4.5-star rating for energy efficiency

Specifically in the data centre industry, NEXTDC was just one of 15 organisations around the world to win a Brill Award for Efficient IT in 2015, thanks to its innovative engineering and unique deployment of German powersystem specialist Piller’s isolatedparallel bus, which also played a part in NEXTDC winning the 2014 DatacenterDynamics APAC Award for Innovation in the Mega-Data Centre. To prove the resilience of its facilities NEXTDC has also attained Tier III certifications from the Uptime

Institute, a global advisory body that works to improve the performance and efficiency of IT companies.

Cooper says these certifications, partnerships, and relationships with customers are what has differentiated NEXTDC from competitors and enabled it to grow so quickly. For now, Cooper is concentrating on the existing construction programme, but given the potential of fast-growing cities across Australia and beyond, he is not ruling out further expansion.

International signage company Albert Smith Group is still kicking its competitors to the kerb 130 years on. National Business Development Manager, ANTONIO ALEGRE tells Niki Waldegrave how Written by Niki Waldegrave

ALBERT SMITH GROUP

U

nless you’re living under a rock, chances are you’re surrounded by the Albert Smith Group EVERY DAY without even realising.

Do you get petrol at BP? Brave the crowds at Westfield? Shop at Coles or Woollies or – gym bunnies look away now – (occasionally) nip for some scran at McDonalds, Hungry Jacks, KFC or Red Rooster?

How about driving past the shiny new motors on the forecourts of Mercedes, Audi, Volkswagen, and Porsche – do you sneak a glance? Of course you do!

If you live in Asia Pacific or one of its major cities, the chances are you encounter at least one of the above several times a week – sometimes a day – and Albert Smith Group has, literally, stamped its brand over all of them.

Established in 1873 in Brisbane by Samuel Smith, the company initially manufactured rubber stamps. Over the years…Albert Smith Signs evolved into the branding and signage company it is today and is led by Samuel’s great grandsons,

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Rodney and Mitchell Smith.

Albert Smith Signs is a trusted leader and provider of signage products within Australia. Our number one priority is to protect our customers’ brands through delivering consistent high quality compliant signage. Our claim to be a trusted leader in our industry is not only based on being one of the largest providers but also our long history of design innovations that subsequently have become industry standard.

For example, Albert Smith Signs was the first company in Australia to bring plastics into signage manufacture; the first to bring vacuum forming into signage manufacture in Australia; and the first to deliver LED technology into signage in Australia to improve lighting reliability and reduce operational costs.

It was also the first to develop a unique illumination management system for pylon signs up to 25 metres in height, allowing both fluorescent tube and LED lighting systems to be maintained

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without requiring specialist high access equipment.

The Albert Smith Group comprises three main divisions – Albert Smith Signs, ASTech and Brandcare.

Combining the specialist skills and resources of these divisions enables the group to seamlessly manage every step of the signage production process – conception, design, manufacturing and installation.

The company has literally thousands of hours of technical and business experience to draw upon, not to mention valuable cultural insight. This strength and flexibility has proven invaluable to the company and in turn its customers.

Albert Smith Group‘s National Business Development Manager for Construction, Antonio Alegre, credits the company’s success to the fact it’s still wholly owned and operated by the family’s fourth generation with a continuing commitment to quality and innovation.

“There’s a sense of pride and energy here that I haven’t been able to find in other companies I’ve worked for,” says Alegre.

Westfield North Lakes “It still has its family roots and Rodney (Managing Director) and Mitchell (Director) have an incredible energy, drive and passion which oozes out to everyone.

“We’re going from strength to strength; we’re increased our staff employment across the Group, we’re investing in new processes and additional equipment to streamline production and delivery the best value to fully satisfy our customer’s expectations of the Albert Smith Group.”

Alegre also points to the company’s passion regarding strict quality control throughout all manufacturing facility stages, as well as the install on site. Indeed,

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Azentro ITC it is the ultimate one-stop-shop.

The business does everything from concept to turnkey, Alegre adding: “We are one of a few companies nationwide, which can offer a full inhouse solution to the customer. We believe we are the leading branding and signage company in Australia.

“We have many different trades in-house, from welding to painting, to digital printing and electrical assembling componentry…it’s a very busy facility. Our fully integrated in-house design and

manufacturing environment delivers concept to completion signage solutions, ensuring strict quality control and adherence to all statutory regulations, EH&S, and local compliances, protecting all legal obligations.”

ASG runs ‘Lean Manufacturing’ with a ‘Six Sigma Green Belt’ accredited manufacturing manager. As part of the Lean Manufacturing model and in conjunction

BP Kinsgton with SignSpec, the company’s design division, processes are constantly checked and improvements implemented, and documented. This not only generates cost savings and time improvements but also ensures overall quality improvements.

“International accreditation with many of the world’s leading corporations is a testament to the quality of products and reliability of services by Albert Smith Signs,” Alegre adds. “Our customer base includes many of the world’s leading brands in retail, automotive, finance, hospitality and other commercial and private sectors. We appreciate that these customers have trusted their branding to us, many for more than 30 years.”

2000 Sydney Olympics

One of the largest projects at the time, Albert Smith Group supplied over $3million worth of signage and way-finding to the Homebush Olympic Park during the Sydney-held Olympics Games.

This was an enormous project that was delivered on time and budget. From small amenity wall signs, directionals, digital media, ASG’s Permasign illuminated

THERE’S A SENSE OF PRIDE AND ENERGY HERE THAT I HAVEN’T

BEEN ABLE TO FIND IN OTHER COMPANIES I’VE WORKED FOR

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THE POWER BEHIND AUSTRALIA’S LIGHTING REVOLUTION ADM EXHIBITING AT SPARC-FMA 30 May – 1 June 2017 Sydney International Convention Centre The event will feature an exhibition showcasing the latest in lighting and facility management innovation from Australia and globally.

ADM will have the latest MEAN WELL LED drivers on display at our stand, including the new ELG Series.

Event Organizer

Gold Sponsor

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letters, Totems, Monolith Pylons and illuminated Shy Signs, meaning there was nothing that Albert Smith Signs was not able to deliver to what was an extraordinary spectacle.

BP (British Petroleum)

Another example of an Albert Smith Group partner is BP, with which the Group has had close relations since the petroleum company arrived Down Under in 1920. To this day BP remains one of ASG’s most valued long term customers.

“With major Customers such as BP, we provide all the branding

WE APPRECIATE THAT THESE CUSTOMERS HAVE

TRUSTED THEIR BRANDING

TO US,

MANY FOR MORE THAN

30 YEARS.

LONG MAY THIS CONTINUE

– Antonio Alegre, National Business Development Manager

and signage both internal and external,” says Alegre.

“So when you drive into a BP Petrol Station, you’ll notice the big monolith pylons with the advertised fuel price, directional signs, fuel pump canopy, decals, entry portals and internal signage down to the cashier.

We have been manufacturing and fitting out BP petrol stations in Australia for decades.”

Building up

Alegre says ASG’s biggest core sector for the last few years

Established in 1946, Mulford Plastics has been in business as a major importer and distributor of plastic sheet, film and shapes and have spent years building partnerships with global and innovative manufactures around the world delivering solutions for the Corporate Signage, Building and Construction, Shop-Fitting, Digital and Co Screen-Printing markets.

LEARN MORE

“Through our vast network of branches our team follows our customers from supply through to finished product ensuring the highest quality and service is provided.”

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Contact us today for your nearest warehouse: BRISBANE – NEWCASTLE – SYDNEY – MELBOURNE – ADELAIDE – PERTH 61 2 9911 8111

info@mulford.com.au

www.mulford.com.au

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+ $50

Million AUD

Revenue at Albert Smith Group has been construction.

Australia as a whole is experiencing a very exciting and healthy phase in infrastructure and urban development, with hundreds of billions dollars being invested in residential, roads, rail, hospitals, airports, shopping centres and more. This equates to enormous investment from both government and private sectors.

Let’s take Westfield Shopping Centres as an example: Westfield is well recognized in Australia as the

premium shopping centre brand in country as well as internationally. Its brand has been growing greatly in the last few years with many more projects on the way all over Australia.

The Albert Smith Group has also been a long term supplier for the Scentre Group. Generally speaking these are large projects and require a diverse range of branding and signage, from entry to car parks, amenities, internal/ external directionals, external monolith pylons and sky signage.

ASG manufactures and installs all of these projects from start to finish.

Alegre says the category that’s rapidly expanding for the company is external grade LED screens which can be assembled and supplied in many sizes

WE HAVE MANY DIFFERENT TRADES IN-HOUSE, FROM

WELDING TO PAINTING, TO DIGITAL PRINTING AND ELECTRICAL ASSEMBLING COMPONENTRY… IT’S A VERY BUSY FACILITY

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ALBERT SMITH GROUP

and applications depending on Customer’s specifications.

“This technology now offers a cost effective add on option for all different types and sizes of pylons and wall/sky signage,” he explains. “This technology is now everywhere, constantly making us aware of events or products we need to buy - there seems to be no end with this technology.

“You’ll find that in the next few years most of the pylons you see as you enter the petrol stations will have LED screens. They will not just display advertising for their fuel but will also advertise whatever is on special in the store. It could be a barbeque gas bottle, milk or whatever is on offer.

The options are limitless, which is exciting and convenient.”

Woolies Wynnum

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May 2017

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With new, large sports stadiums now commonplace, big external facades will become fully embraced in LED screens. Alegre adds: “Some of the new stadiums that we are working with will have hundreds of square meters of LED screens. It will be an incredible spectacle arriving at one of these arenas and you will see that most of the entrance of the venue is one incredibly enormous LED screen advertising the sporting event you are going to.�

LED technology has been the biggest industry revolution in the last decade. All of these developments require branding identification and lots of signage, and Albert Smith Group firmly believes it has the capabilities, capacity, innovation and delivery to be able to contribute to this economic building boom

Meriton Sundale

ALBERT SMITH GROUP

that Australia is witnessing, and will experience for years to come.

Sustainable

As a global manufacturer, marketer and installer of corporate signage and image design, Albert Smith Signs is committed to protecting the quality of the environment in which it operates, now and in the future.

To achieve the highest level of environment, health and safety compliance, Albert Smith Signs has developed a comprehensive Environment, Health and Safety Management System to identify, assess and responsibly manage potential environmental, health and safety risks.

“We conduct every aspect of our business in conformance with applicable laws, regulations and industry standards,” says Alegre. “Where there are no legal or industry standards, we use responsible practices or best practices to minimise environment, health and safety impacts.

“We routinely promote partnerships with employees,

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customers, subcontractors, governments and the communities in which we operate to encourage the responsible management and use of our products and services. We also proactively communicate our business activities and the risks associated with our operations to employees, customers, sub-contractors, governments and the communities in which we install our product and promote our services.”

Having completed dozens of successful projects over recent years, such a track record of success has resulted in ASG being appointed and maintained as preferred suppliers with many major corporations.

Alegre concludes: “Our customer base includes many of the world’s leading brands in retail, automotive, finance, hospitality and other commercial and private sectors. We appreciate that these customers have trusted their branding to us, many for more than 30 years.

Long may this continue.”

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Porsche Brisbane

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“Creating SOMETHING

MAGIC FOR ME” is the

Daniel O’Brien, managing director of LJ Hooker Commercial’s South Sydney office, tells Niki Waldegrave his plans for domination – and what makes a great agent

Written by Niki Waldegrave

LJ HOOKER COMMERCIAL SOUTH SYDNEY

LJ

Hooker is the most recognised real estate brand in Australia. Its residential sector has 700 offices across Australia, New Zealand and other international regions. The Commercial division – offering every aspect of investment, divestment, leasing and management – was formally launched in the 1980s but has been a service of the brand since LJ Hooker’s inception in 1928.

Award-winning agent Daniel O’Brien spent 12 years running the leasing and sales teams at Knight Frank and CBRE before purchasing the South Sydney franchise of LJ Hooker Commercial in June 2016.

His team is playing a key role in the South Sydney redevelopment precinct, which has undergone massive zoning changes and increasing land values of the area, from the Fringe of the CBD, east to Bondi Junction, west as far as the Anzac bridge, the Sutherland Shire and the areas surrounding Sydney Airport and the CBD fringe.

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“What we offer our clients is big agency experience and experienced agents with a personalised service,” reveals O’Brien. “The customer experience is what separates good agents from average ones.

“We don’t have shareholders or senior management levels to answer and report to, so have no agenda and can take our time, ensuring our clients get the best of us.

“My philosophy is simple: act like every listing is your own property, and everything else will take care of itself. It sounds simple, but the simple things are often the ones which always get overlooked.”

O’Brien’s philosophy is working; the businesses is in a huge period of growth, for both revenue and size. And as well as increasing revenue by 50 percent in the last 12 months, he’s also growing the team and has hired some key staff, including two directors, Michael Binksin and William Tong.

Between them, they’ve run sales teams and offices for all the big four firms and tri-lingual

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75

Daniel OBrien, Managing Director and Licensee

Tong is already connecting Asianbased investors and developers with local opportunities.

“It’s great for me to have such quality guys as part of our offering to clients,” O’Brien says. “I’m concentrating growing as much market share in our core markets as fast as we can but for the next 12 months I’m solely focused on consolidating and growing my current business. While I’m very impatient, I realise you have to walk before you can run.”

Initially O’Brien, who won Commercial Salesman of the Year award in 2013 from the NSW Real Estate Institute and was a finalist in 2015, wants to attract as many outstanding sales and leasing agents as possible to add to his 10 handpicked, full-time staff members.

He draws in talent by offering generous commission splits and other incentives – such as property management bonuses which his competitors often can’t match – to help the team build their individual wealth.

“Culture is, and has always been,

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the most important factor to get right in any of my teams,” he insists.

“Without a good team and office culture, you simply have no business.

“I can’t think of many other jobs which offer this potential and it’s for all walks of life – a university graduate in his first year in agency earnt the same annual income as the top three percent of people in the country. And I’ve known guys who sold farm equipment come in and write $1 million in their second year.”

O’Brien claims one of the main challenges is dealing daily with people at the top of their game – like CEOs, managing directors, savvy entrepreneurs and property developers – on both sides of every transaction.

“All these clients are absolutely brilliant negotiators. It’s in their blood so this keeps you sharp and really hones your negotiating skills.

“It’s fun, and the best agents are the ones who listen more

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LJ HOOKER COMMERCIAL SOUTH SYDNEY

than talk, are smart and know when to push and when to roll over. Agents work with owners or principals who they can learn from, and earn more money with.”

He jokes that some of the agents he’s mentored over the years are now his direct competition, but insists Sydney’s a big enough market for them all to thrive.

“It gives me a sense of pride to see them kick on and become successful in their own right,” claims O’Brien. “One of the nicest things was when I attended a wedding

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of an old colleague, who is now a brilliant agent and close friend.

“During the wedding speech, his parents thanked me for providing such guidance, motivation and direction to their child’s career. As a father myself, that really meant a lot.”

O’Brien says that as well as attracting and mentoring more

William Tong, Director

Michael Binskin, Director

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79

South Sydney

Big Agency experience with bespoke service LJ Hooker Commercial’s full-service offering covers every aspect of our clients’ portfolios: divestment, investment, leasing and management.

Our experienced specialists guide our clients through Australia’s changing business landscape and deliver quality property solutions.

OFFICE RETAIL

ASSET MANAGEMENT INDUSTRIAL

LEARN MORE

southsydney.ljhcommercial.com.au

GET CONNECT:

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agents, he’s focusing on getting the business to the level where he can open multiple offices.

“I have a great succession plan with very experienced fellow directors in this office,” he adds, “and I will likely look to one to run South Sydney so I can focus on starting and growing a second, then third office and so on.

“Creating something is the magic

for me. With the number of new apartments coming online in our core market I’m also contemplating opening a Project Marketing division.

“Life is short and my view is that you have to spend it doing something you love for a few years and can earn enough money as fast as you can, so you are able to then spend as much time as possible with the people you love – your family.”

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:

BREAKING t he

MOLD

Australia’s foremost building products company, CSR, is strengthening its name in the industry with sector-leading technological advancements and a dedication to the community and the planet Written by Stuart Hodge Produced by Josef Smith

CSR

A

ubiquitous name in the Australian building products industry, CSR sprung from the humble beginnings of raw sugar refinery in 1855, and steadily became the name behind some of the biggest brands in the business. It ranks 96th in the ASX 100, boasting a selection of partners that includes Gyprock plasterboard, Bradford insulation, Monier roof tiles, and PGH bricks, as well as a thriving property portfolio.

and eco-friendly products, such as energy-efficient Viridian glass, and lightweight Hebel concrete.

Additionally, the company’s property division develops surplus former manufacturing sites and industrial land and sells it, as well as being part of a joint venture in the Tomago aluminium smelter in New South Wales.

CSR prides itself on its high levels of research and development which have led to many innovative

Each year since 2008, CSR has cemented its dedication to a better environment with a sustainability

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May 2017

Sustainability

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report, and the latest incarnation of this (2016) gives an overview of the most recent achievements in this area, as well as details of its progress towards the 2020 goal of a 20 percent reduction in energy, waste, and water usage per ton of saleable product since 2009/2010.

Reducing its impact on the environment is a top priority, and part of CSR’s research and development work is about analysing its products to figure out exactly how they impact the world, from design all the way to manufacture. Waste production

is stringently monitored, everything that can be recycled is recycled, and waste-to-landfill volumes are constantly being reduced. The Sustainability Report contains all of the measures CSR has undertaken to achieve its environmental goals.

The human touch

Last year, the number of lost time injuries per million hours decreased by 20 percent compared with 2015, showing a huge improvement in safety. This could be due in part to an increase in training; 22,070 hours

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T H E S TA R S Y D N E Y

Technology is wondrous It can take you far and wide It creates a future boundless Helps your business make bold strides We can help you realise Your big plan or business vision Deal with problems that arise Help you make the right decision Thrive On

Find out more. telstra.com/thriveonbusiness

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May 2017

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of leadership and training programs were completed last year, which is an increase of 36 percent on the previous year. The business and its employees have also contributed $105,816 to charities as well as donating 655 hours of community support, and continued the CSR Values Champions recognition scheme to reward staff. Clearly, this business gives as much as it can to its home nation, and shines a specific spotlight on its own family of employees.

As a company, CSR benefits from working so hard to improve the local community by developing a positive reputation and being able to hire talented people who trust in the business. It manages

safety and health, plus environment and community responsibilities with aplomb, ensuring it retains its status as a high-performing organisation.

Employees are further encouraged to actively participate in community endeavors thanks to the CSR Community Support Program, which is an initiative that allows staff to receive a tax deduction if they donate to charity through the company payroll. This is how the business engages staff to

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CSR

develop and properly represent the CSR brand; the company has much to be proud of in the way it affects its surroundings.

Technology

From a business perspective, CSR’s key focus is on the customer, and making everything as easy as possible for that customer. CSR was the first in its industry to create an online portal for customers, called The Tradie Portal, offering excellent functionality with a myriad of features. Customers can retrieve order quotes, view realtime tracking for deliveries, make online payments, and view their

financial statements. It draws the client into the supply chain process, enabling them to feel like part of the extended CSR family, thus solidifying business relationships.

CSR was able to create the required platform relatively quickly thanks to the high levels of technology at its disposal, and disruptive technologies like the cloud. The arduous process of developing infrastructure is removed, allowing customers to utilise the portal very quickly. The business still had to move at speed in its development, which CSR discovered during the testing and feedback process, until the portal

CONSTRUCTION

was tailored enough to become absolutely essential to the client.

The portal was placed at the centre of CSR’s strategic thinking, and came out on the other side of development as a fully-formed bespoke offering that broke the mould. While the internal feedback began as something skeptical due to the business’s traditional history, the customers’ viewpoint won out, and the The Tradie Portal has become a huge point of CSR’s recent success. Data is now a strategic asset, and while the human element remains and is cherished, less positive elements of tradition have been left behind.

CSR has achieved its admirable success by virtue of being as nimble as a market entrant with a lean, entrepreneurial approach, while maintaining an industry-leading position. It understands customer needs rather than simply supplying products, taking the time to get close to clients and prove that the company understands them. It’s no surprise, then, that customers are attracted and retained, and that CSR dominates the industry across Australia and New Zealand.

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Express

YOURSELF! Hi-Trans Express MD John Dow, and strategic planning manager, Brian McAvoy, tell Niki Waldegrave how Business Intelligence, a new CRM and Track ‘n

Trace are revolutionising the business

Written by Niki Waldegrave Produced by Josef Smith

H I - T R A N S E X P R E S S P T Y LT D

H

i-Trans Express is a national provider of dynamic freight, warehousing and logistics management services in Australia and about to celebrate its 60th birthday.

But instead of looking forward to a relaxing future of golf and retirement, the 60-year-old family-run business is implementing a number of strategic initiatives to ensure it emerges stronger from the current resources decline.

Key to that is setting itself apart from its competitors, mainly by investing in technology, its

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people, enhancing Track ‘n Trace capabilities and taking Hi-Trans Express’ customer service to a new level of excellence. Managing director, John Dow, says: “We’ve taken many strategic initiatives in the last 12 months to help improve our access to information in order to help us better manage the business.

“In July 2016, we moved into a new Adelaide depot. The facility was done to budget and on

schedule by Sagle Constructions and provides 8,000 square metres under roof. That more than doubles the space available to serve our customers and added warehousing to our Adelaide capabilities.”

It’s also invested significantly in its people. The business has had a stable executive leadership team for more than 10 years and has recruited key personnel over the last 12 months, including additions in Strategic Planning, Sales Management, Organisational Development, Learning Development and Depot Management.

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“These additions will allow us to fully realise our strategic and operational expectations both today and moving forward,” adds Dow. “Our staff are now realising that they’re able to grow into bigger and better positions within the company.”

Tech transformed

Brian McAvoy, Strategic Planning Manager

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Since September 2015, Hi-Trans Express has also undergone an IT infrastructure upgrade and updated its Jaix Transport and Logistics Software System, which was initially implemented in the 1980s. While there

S U P P LY C H A I N

have been numerous updates to the system since then, the most recent update has been the largest one yet. “Jaix is our core business system. The new upgrade keeps us flexible and gets us on a modern platform.� adds Dow, who owns the company with his brother Ross.

Jaix is a fast, flexible, fully customisable freight management system which offers GPS monitoring for the local delivery fleet, freight scanning support and provides a platform for integration to other systems, from which Hi-Trans can deliver powerful new improvements.

John Dow, Hi-Trans Express MD

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S U P P LY C H A I N

“The new features allow us to respond better to our customer needs” adds Dow. “It also leverages our investments in Business Intelligence and CRM sales mobility to drive the business forward.”

When strategic planning manager, Brian McAvoy, joined Hi-Trans last year he recommended that the Customer Relationship Management (CRM) system be introduced.

He also championed Business Intelligence (BI) to provide real-time visibility for business performance, and says it now provides a real picture of how the business is performing day-to-day, week-toweek, and month-to-month.

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“We’re extracting everything out of the freight management database and producing the BI visuals and reports,” McAvoy explains, “which helps our managers perform better as it’s giving them live, up-to-date information, as it happens.”

In November 2016, Hi-Trans also restructured the sales department and McAvoy says the new CRM system has given sales managers visibility to rep activity and performance.

“It’s a game-changer,” he

claims. “Because it gives our sales managers the ability to really determine if the reps are exhibiting the proper activities and getting the desired results.

“And they can respond more favourably and unfavourably depending on those results, whereas before that visibility was often elusive.

“With the CRM done properly, the sales reps see it as a productivity and results enhancement tool, not just a management tool. And

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that’s where we’re at, trying to drive that point home with training and mentoring and coaching.

“We’ve given them iPads for when they’re out in the field and with that visibility we can now see both what our reps our doing and their performance. It’s made them more accountable, they’ve got more ownership and they’re better able to provide timely and relevant solutions to our customers.”

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Track ‘n Trace is another major investment and significant focus

S U P P LY C H A I N

for 2017, upgrading the business’ track and trace abilities now and existing capabilities over the next six the next step is to enhance them.” months by using GPS and scanning Dow jokes about how back in the at the pallet level early days, when his within its facilities father, company founder to provide real-time George, was still running updates as it moves the business, that “all through the system. of our consignment They explain how notes were bundled this, in turn, leverages up and sent off to the People who work at accounting office, technology to punched through ledger reduce paperwork Hi-Trans Express machines and printed and streamlines out invoices that we used to fold up the freight tracking process for and send out to our customers. both staff and customers.

“Today, we’re used to the “The ultimate goal of this project idea of technology in the parcel is to take Hi-Trans’ customer service business, where somebody shows to a new level of excellence,” adds up and they have a scanner to McAvoy. “We’ve got some good

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scan your letter or small parcel.

“Customers now expect that same sort of technology when they’re dealing with palletised freight, less than truck load (LTL) and less than container load (LCL) freight, like we deal with.

“It will alleviate a lot of customer service, simply by them knowing at any given time where it was last scanned, and being virtually advised that it’s about to arrive at their door today; the same as a parcel.”

With the decline in the resources business, many Australian transportation businesses have suffered recently, but the duo say they’re confident the new initiatives implemented will comfortably steer them through.

“From BI, to CRM and Track ‘n Trace – these will set ourselves apart from the competition and help us be one of the leaders that emerges from this downturn stronger than we went into it,” adds Dow. “Our strategy has been to grow via strong relationships with existing customers, leading to new opportunities and organic growth rather than acquisitions.

“In doing so, we are always open to business diversification opportunities that will logically expand our core LTL/LCL business. When the core business is exactly where we want to be, we could look to reinvest in related logistics services.”

S U P P LY C H A I N

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ENSURING THE HEALTH

NEW SOUTH WALES OF

Written by Alice Young

H E A LT H S H A R E N S W

How HealthShare NSW has transformed itself into a vital brand which continually betters the lives of staff and patients alike

A

s the service delivery sector of NSW Health – the Ministry of Health for New South Wales, Australia – HealthShare NSW provides a wide variety of services for public health agencies in the local area, including equipment, food, supply chain services, linen, financial assistance, and staff. The company is proud to aid New South Wales and enhance lives along the way, with its motto: ‘People helping people deliver excellent healthcare’.

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HealthShare boasts around 6,400 employees – 90 percent of which work with patients directly, providing meals and supplies – who tirelessly serve at least 140,000 healthcare workers. Those workers then assist more than a million patients a year, bolstered by the hard work that HealthShare is continuously – albeit quietly – doing in the background.

It is this behind-the-scenes work that ensures the healthcare industry is able to run effectively.

S U P P LY C H A I N

The company maintains a specific code of conduct, named CORE (Collaboration, Openness, Respect, and Empowerment) which teaches staff not just how to act, but ways to improve and ensure both contentment and engagement within the workforce. Collaboration is about working as a team, supporting one another, and sharing ideas; Openness aims to ensure staff have confidence in their work, communicate with one another, and feel able to offer feedback; Respect refers to the ways in which staff treat both colleagues and patients, celebrates inclusivity, and aims to enable swift problem resolution;

and Empowerment is about encouraging staff to make decisions, recognition of achievements, and the pursuit of innovation.

HealthShare has several ongoing initiatives regarding the happiness and continuous improvement of its people, including support programs for new starters, leadership workshops, and appraisals, among others. The ultimate aim for HealthShare is to be seen as a highly positive working environment, alongside recognition by customers of the hard-working and reliable company it is.

HealthShare offers some truly extraordinary services, including

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Is your supply chain serving your strategy?

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Are we using the right metrics to drive performance and improve customer and patient experience?

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To have a deeper discussion about strategic supply chain management, please contact: Oliver Sargent Partner – Supply Chain and Procurement Leader +61 (0)428 252 759 oliver.sargent@pwc.com

S U P P LY C H A I N

its EnableNSW program, which choice and variety. Historically, provides mobility and physiotherapy food has not always been a priority equipment to patients with chronic for HealthShare, but it has more illness or disability, allowing them recently recognised the impact to live more independent lives. The food has on patient emotional – as company well as physical provides – wellbeing. thousands of New dietary items a year, management and even software has includes allowed the maintenance business to Number of employees at as part of create fresh HealthShare NSW the service. menus with up to Another 18 meal choices focus of HealthShare’s is the food at a time, using My Food Choice it provides; the company serves – a popular program now live around 24 million meals a year across several locations. to patients, and with these huge Another vital component of numbers in mind, it has ramped healthcare is linen supply, something up its efforts to provide greater which adds to the necessity of

6,400

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Proud supply chain transformation partners with NSW Health

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Healthy living

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Diagnosis

Treatment

Connected care and health informatics

Home care

S U P P LY C H A I N

cleanliness in any healthcare setting, and is required to be changed and cleaned on a very regular basis. HealthShare manages this across New South Wales hospitals and provides over 40,000 tons of sheets, towels, surgical gowns, and blankets a year. This secures its place as the largest supplier if linen for the healthcare sector in Australia. By dealing with linen efficiently in-house, around $10.4 million has been saved.

Alongside this is an emphasis on the importance of uniforms, which

are now tailored to healthcare professionals by HealthShare, giving them options and a degree of individuality. Each type of profession has its own uniform colour – making identification simpler for patients – and a new online ordering system enables them to include measurements and preferences. A seemingly small improvement, yet one that contributes to the overall satisfaction of the staff wearing these uniforms.

Central to all of these essential elements is an efficient supply

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H E A LT H S H A R E N S W

chain. The Procurement Hub allows complete transparency for all involved, including a state-wide NSE Health Catalogue with its own management system, as well as a unit for dealing with larger, more specialist pieces of equipment, and a Supply Chain Information System (SCIS) which acts as a hub for all company-supplier needs.

The Clinical Product Evaluation Registry (CPER) is one element of the online network for accredited

users to access. Access is simple, allowing suppliers to log in with ease and see the status of their dealings with HealthShare. CPER acts as a repository of product evaluation data, with product evaluation outcomes from specialists and committees. It allows HealthShare and its suppliers to maintain and monitor all product information using a centrallymanaged IT system, on which users can obtain any information

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S U P P LY C H A I N

on any item, past or present.

The HQRS – Health Quality Reporting System – is another element of the SCIS, and is a secure system that can be used to flag up quality issues with suppliers, enabling them – in a simple and user-friendly way – to address any problem and take action. It is this impressive level of openness which allows HealthShare to be as welltrusted and involved with suppliers as it has gained a reputation of being, ensuring the healthy and well-oiled supply chain it requires to serve New South Wales.

This people-focussed business is truly one that has transformed itself into a beloved necessity.

Long may it continue to improve the lives of the state’s citizens.

4

STEPS TO SUCCESS:

How The Star Sydney reached the top of the leisure, gaming and tourism industr y Written by Stuart Hodge Produced by Josef Smith

T H E S TA R S Y D N E Y

It’s an intriguing time for The Star and COO Dino Mezzatesta talks us through some exciting new developments and how the company sustains its success

L

ive it, bring it, own it, deliver it. It’s the four-step ethos that allows The Star in Sydney and its employees to keep evolving and improving, and the bedrock of the company’s success.

Opened in 1995 - initially as Star City - this iconic integrated resort bears little resemblance to its initial offering after an extensive and ongoing transformation.

The evolution coincided with the company being spun out of Tabcorp in 2011 to a newly-formed entity, Echo Entertainment Group, along with Jupiters on the Gold Coast and Treasury in Brisbane. Echo Entertainment Group rebranded in 2016 as The Star Entertainment Group and Jupiters rebranded earlier this year as The Star Gold Coast.

The Star Entertainment Group has embarked on a significant pipeline of development projects at all three of its properties, aimed at

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capitalising on the current and longterm tourism opportunities widely recognised to be key economic drivers for Australia’s future. The Star is partnering with Hong Kongbased Chow Tai Fook Enterprises and Far East Consortium on a $3 billion Queen’s Wharf Brisbane development, while also investing up to $850 million at The Star Gold Coast. Together with its partners, The Star Entertainment Group has also acquired the Sheraton Grand Mirage on the Gold Coast, taking a $40 million equity investment.

At The Star Sydney, an initial $870 million transformation completed in 2013 has been followed by further mega-investment. Alongside $500 million worth of expansion and improvements, The Star is awaiting approvals on a proposed $500 million development that will include the build of a 200m-plus hotel and apartment tower. The luxury hotel

H O S P I TA L I T Y

“If young people want to come throug0h the ranks and really work hard, there are great opportunities for them�

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T H E S TA R S Y D N E Y

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We are committed to excellence.

Our staff are obsessed by service and they have to be supported

so that we can ensure they get it right component of the development will be operated by The Ritz-Carlton.

According to Dino Mezzatesta, Chief Operating Officer for Hotels, Retail and Food & Beverage at The Star Sydney, it’s an exciting time for the company and its employees throughout The Star Entertainment Group properties. “We are all about striving for constant improvement,” he said. “Our vision is to become the

leading integrated resort company in Australia and our investments, including the acquisition of the Sheraton Grand Mirage, are aligned to this strategy because we are broadening and improving our offerings to guests.

“Supporting that growth and offering is important and it’s why we’re looking to ensure that we have a good spread of options for customers. We now offer everything from casual to fine dining and our entertainment offerings have been refurbished so that they are now even more consistent and generous.

“We’ve transformed our hotel rooms and we’ve refreshed the gaming experience and that all ties in with our strategy to grow our hotels and make them accessible whilst, at the same, striving to be at the top of the luxury sector.”

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4,500

Number of employees at

The Star Sydney

Mezzatesta’s role is to oversee all of the areas he’s responsible for from a strategic point of view but the nature of the industry means his job is split between doing that and ensuring all his staff have the tools, operationally, to succeed.

“It’s 50-50 on both really,” he explains. “Obviously I have to look at how we can build on what we are doing but it’s also important that we execute today and I have to ensure that we can do that.

“We are committed to deliver

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H O S P I TA L I T Y

excellence so culturally that is very important. Our staff are obsessed by service and they have to be supported so that we can ensure they get it right.

“As well as asking myself questions like what might be missing in the market and how we can work to improve anything we are doing, it is also my job to ensure that everyone has what they need to make sure we are on point every day.”

The Star prides itself on exactly that. The company recognises

that it is in the business of providing luxury and one of the key elements in facilitating that is ensuring staff are motivated to go above-and-beyond to ensure a positive customer experience.

This is where Mezzatesta feels that The Star is very much able to keep ahead of the competition, thanks to an innovative training and development programme which encourages employees to actively take ownership and responsibility to ensure a positive

Dino Mezzatesta

Chief Operating Officer - Hotels, Retail, and Food & Beverage at The Star Sydney After progressing through the ranks at Accor Asia Pacific between 2005 - 2016, working his way from General Manager of Franchise Hotels right through to serving as the company’s CEO for over a year, Dino joined The Star Sydney in December and says he is “excited” by the challenge. w w w. l j h c o m wm we wr. cs itaalr.. ccoom m..aauu

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outcome for the customer.

“With over 4,500 staff, the real trick is to ensure that everyone is willing to act autonomously,” says the COO, who is certain that everyone working for the company feels a clear sense of identity and belonging. “It’s important to have confidence and faith in your employees and support them to give their best. That’s what our Star Quality Training is all about.

“There are four things we ask our employees to do: live it, bring it, own it and deliver it.

“By ‘live it’ we mean that people need to understand guests and their expectations to ensure that what they provide is in keeping with what a customer wants.

“When we talk about ‘bringing it’, we want our people to always give of their best and to bring everything that they can to offer to our customers. “‘Own it’ means step up, don’t be afraid to take ownership of situations, to be brave and not to be scared to do things differently.

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H O S P I TA L I T Y

It is my job to ensure that everyone has what they need to make sure we are on point every day “And ‘deliver it’ is basically the final step, because if you do the top three then you should be able to be the perfect host.”

The standard of service and quality of The Star’s offering has seen it win dozens of awards, both nationally and internationally, for everything from gastronomy and gaming, to leisure provision and even architecture and design. In one of its most recent successes, The Darling at The Star Sydney became the first hotel in NSW to be awarded the ultimate Five

Star rating by Forbes. Service is one of the key components in the Forbes rating system.

Ensuring that its facilities are as beautiful to look at as they are plush has always been an important factor and just before Christmas it was announced that a design by Sydney architect Francis-Jones Morehen Thorp (FJMT) had been chosen for the new six-star Ritz Carlton hotel being built at The Star, pending all necessary approvals.

The $500 million 60-storey tower will have an elegant and slightly

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twisting look and will feature a “sky lobby” with spectacular views of the city skyline and Sydney Harbour.

Meanwhile, nearly 1000km away in Queensland, The Star Entertainment Group has received approvals to develop a 200m hotel and apartment tower at its Gold Coast locale.

This is in addition to completing before next year’s Commonwealth Games - the six-star hotel currently under construction at the front of The Star Gold Coast property.

The Star Gold Coast has already finished a stunning makeover of its almost 600 existing hotel rooms in one of the biggest refurbishments ever undertaken in Australia, while the introduction of new awardwinning restaurants and a pool upgrade have also taken place.

Mezzatesta is proud of what the company has achieved and how it is continuing to invest and build on what it’s done. He

reckons the fact that The Star, along with its Destination Brisbane Consortium partners, were awarded the tender the $3 billion redevelopment of Queen’s Wharf Brisbane by the Queensland Government, really shows how far the company has come “No doubt it’s an endorsement of what we’re doing,” says Mezzatesta.

“It’s a vote of confidence from the Queensland Government.”

“It shows we are succeeding in terms of providing quality facilities and service for both domestic and international visitors.”

But with the company investing in such a varied number of ways around the country, both in terms of improving existing facilities and also constructing new, state-ofthe-art buildings, it seems that good times lie ahead for everyone involved with The Star.

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Brew-

tea-ful

Timothy Buckton, Stamford Hotels & Resorts’ area manager for Sydney, tells Niki Waldegrave how the exclusive art, food and drink offerings at his fivestar venues are attracting visitors in droves Written by Niki Waldegrave

S TA M F O R D H O T E L S & R E S O R T S

T

raditional Argentinian meats cooked on an open flame?

Check. Expensive and extensive fine art, a chocolate room, pastry chef and Steinway baby grand piano in the Presidential suites?

Don’t mind if I do!

Stamford Hotels and Resorts is renowned for its stunning fivestar hotels and the company turns over an annual $300 million in revenue, with at least $30 million of that being profit.

Two of its major jewels in the Aussie crown are the English manor-themed, 105-room Sir Stamford hotel nestled in Sydney’s

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Circular Quay, which overlooks the Opera House and Harbour Bridge.

Another is the achingly hip and slick Stamford Plaza at Sydney airport, which has 315 rooms.

The latter recently scooped Best Hotel in an Airport Area for the Australia Pacific Region for the seventh year running, and the former won Best Bar of the Year with the Tourism Association Awards.

Area general manager for Sydney, Timothy Buckton, claims it’s the unique food and beverage choices that the hotels have been offering for the last 18 months, teamed with the gracious surroundings, that has

H O S P I TA L I T Y

made the company so successful.

In Sir Stamford’s case, not only does the award-winning hotel boast 18th Century Louis XV and Georgian antique furniture, hundreds of hand-cut chandeliers and one of Australia’s largest private collections of fine art outside of an art gallery, it was recently acknowledged by the High Tea Appreciation Society for its perfect brews.

“We hang our hat off our high teas, that’s our bread and butter,” reveals Buckton. “High tea has become very fashionable in

Sydney and we’re currently up to 100 high teas every day in the city, often double that on a Sunday.

“The Circular Quay hotel is our signature property, in a beautiful location with that olde worlde charm.

Hotels like that don’t exist anymore;

“If young people want to come throug0h the ranks and really work hard, there are great opportunities for them”

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S TA M F O R D H O T E L S & R E S O R T S

300

Number of employees at

Stamford Hotels & Resorts

“We’re looking at adding more properties into our portfolio over the next 10 years and I’d love to be involved in as many of them as possible” it’s got a different look and feel about it that none of our competition has.

“We’ve got a pastry chef and a chocolate room – everything is made on site, all fresh. So when you have the scones, they’ve just come out of the oven.

“The environment is very classic, with British antiques and artwork surroundings, so that charm really fits well with what we’re trying to achieve with high tea.

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“I’m really proud of that property and the direction it’s going.”

The Stamford Plaza at Sydney airport is also a foodie’s delight, and its new Argentinian restaurant, La Boca Bar and Grill, has been a big hit both with locals and tourists, mainly due to its traditional cooking methods.

“Everything is cooked on an open flame,” he adds, “and we’re offering a really unique dining experience that a lot of airport hotels don’t do. That’s one of our key successes so far, and the food is unbelievable.”

Over the next 18 months, both hotels will be undergoing a $2 million facelift, with bedroom renovations and new café concepts, including an al fresco area at Sir Stamford, more restaurants and onsite bakeries.

“It’s going to create a better experience for the guests, giving

H O S P I TA L I T Y

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them more choices with where, how and what they do when it comes to dining,” adds Buckton, “and that’s going to be fantastic to really maintain that five-star image.”

He says his main goals are for both hotels to be listed on TripAdvisor’s Top 10 Hotels – they currently sit at no. 13 – and to continue moving up within the company.

“I always wanted to get involved with Stamford because they’ve got some of the most beautiful hotels,” he said, “and I’ve worked

very hard to get here. We’re looking at adding more properties into our portfolio over the next 10 years and I’d love to be involved in as many of them as possible.”

After working his way up the food and beverages industry in hotels, Buckton was a resort manager in Fiji from 2011-13 and opened a boutique hotel in Fremantle in 2013.

He joined Stamford Hotels and Resorts in February 2016 as general manager and was promoted to Sydney area manager in March 2017.

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“It’s a great opportunity and I’m hugely excited,” he says. “The main differences here, compared with my other roles, is the shift of scale of what we’re doing.

Altogether, we’ve got three bars, two restaurants, about 20 function spaces to sell and 420 hotel rooms.

It’s a reasonable sized operation.”

Describing his management style as “hands on”, Buckton says he’s proud of the 300-strong team he’s developed over the past year, and says there are lots of rewards for grafters.

“We’ve got a good solid team and the service is highly consistent,” he adds. “If young people want to come through the ranks and really work hard, there are great opportunities for them – sometimes they just need that first break.

“Stamford does a really good job at identifying that talent. We’ve recently had eight staff members that were lower down in the ranks and have all moved up into senior roles. It’s so important we give them the opportunities to step up, see new roles and to guide them.”

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HOLY

COW

It’s trendy to opt for soy lattes at the moment, but Shareef Khan, General Manager Group Operations at The a2 Milk Company reveals why the real stuff is still cream of the crop Written by Niki Waldegrave Produced by Andres Alderete

A2MILK

E

veryone you meet now seems to be lactose intolerant, gluten intolerant and allergic to anything except green protein shakes (with kale, naturally) – but The a2 Milk Company must be doing something right as it’s totally and udderly smashing its competitors.

Sales were up 84% v the prior period for the half ending December 2016 due to booming infant formula and whole milk powder sales and a continuation of growth of a2 Milk™ branded fresh milk.

In February, the business reported its first-half profit after tax had almost quadrupled to NZ$39.4 million (up from NZ$10.1 million in the prior period). Since then, the share price has peaked at an all-time high of A$2.99.

And not only is a2 Milk™ the fastest-growing and leading premiumfresh milk brand in Australia, the Chinese arm of the business is also soaring.

In fact, its a2 Platinum® infant formula is so coveted,

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Chinese mothers were, literally, fighting in the supermarket aisles to get their mitts on it in 2015.

“It’s crazy, quite unbelievable,” says Shareef Khan, General Manager of Group Operations.

“People are really wanting this brand and doing whatever it takes to get hold of it.”

Sales increased by 62 percent in Australia and 348 percent in China, creaming a combined EBITDA return of NZ$35.7 million, and Khan

CONSTRUC D TA II O RN Y

– who was formerly the supply chain director for one of The a2 Milk Company’s baby formula rivals, Nutricia – played a huge part in this.

Bringing his expertise of more than 12 years in the nutrition industry Khan, who is also on the board of the Infant Nutrition Council, has been involved in the baby formula side across everything, from conception to point-of-sale.

“We’ve gone from a zero base

of infant nutrition to it being a significant player not only in Australia but the China market,” he adds.

“And it’s continually evolving and growing. I would say that’s one of my main achievements.”

And it looks like the high demand is set to continue. Due to China recently abolishing its one-child policy, it’s predicted an extra 10 million babies will be born within the next few years.

Shareef Khan, General Manager Group Operations

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A2MILK

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Khan says: “There are more than 100 farms that supply us globally, including in Australia, New Zealand, the UK and the US. We supply fresh milk to all of those markets, and have extended our product mix in Australia.”

So, what is it that’s so special about The a2 Milk Company, whose slogan is “Feel the Difference”?

It was founded in 2000 by Dr Corran McLachlan who, whilst studying at Cambridge University, learned that proteins in milk affect people differently. Ordinary

cows produce milk with different beta-casein protein types, called A1 and A2 (among others).

He discovered that many people who had discomfort when drinking ordinary cows’ milk had no side effects when they drank milk containing just the A2 protein type and no A1.

Because all cows originally produced only the A2 protein – the A1 protein emerged several thousands of years ago through modern farming practices – McLachlan set about developing a

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testing process to simply and safely identify cowsthat naturally produce milk with only the A2 type of beta casein protein and no A1and thus The a2 Milk Company was formed.

Today, its mission remains the same: “To pioneer the scientific understanding behind a2 Milk™ so we can bring more people

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the pleasure and nutritional goodness that only comes from real and natural milk.”

With regards to its farm suppliers, which include 25 in Australia, Khan says all of them only supply milk free of the A1 protein, and they follow unique quality systems and processes.

“Everyone who packs our products or anyone who touches our products follows ‘The a2 System’ as

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such,” he adds, “and it’s our strong relationships with each of these partners that makes us a success.

“So worldwide, whoever we deal with at the farm level, or processing or supplying, we spend a lot of time and effort with them not only on the quality of the product but the A2-ness of the product, so ensuring that there’s no A1 protein throughout the process.

“There are a number of testing regimes we’ve put in place at the farm level and processing level, before it hits any consumer.”

Although he reveals growing both infant and adult nutrition, in both product and choice, is a focus, Khan says the adult range is top secret.

“The growth of our business has been built on the strength of our IP, our unique and powerful brand proposition and the tangible consumer digestive benefit that consumers enjoy when they switch to our brands”.

Wise words, as the dairy giant has already had a few run-ins with its rivals. In 2016 The a2 Milk Company had beef with Japanese beverage

company Lion Group, and sued Lion over its use of the term ‘A2 Protein’ on labelling for its PURA and Dairy Farmers products for misleading and deceptive conduct, demonstrating its commitment to protecting its powerful brand & IP. The case is scheduled to be heard in November 2017.

Khan says in the short term, the company’s focus is to continue investing in its unique brand proposition within its current markets, and also , explore the lucrative and growing adult nutrition market.

“Basically, we are continuing to ensure that we get the A2 protein proposition to as many people as possible, whilst ensuring that the business is still lucrative.”

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LIFE IN THE FAST LANE

Motor sports and aged care sounds like a bizarre combination, but award-winning Anglican Care CEO Colin Osborne tells Niki Waldegrave what it’s like to be in the driver’s seat of both Written by Niki Waldegrave Produced by Glen White

Colin Osborne loves the opportunity to get out and about and mingle with our residents, consumers and staff.

ANGLICAN CARE

The 2017 Harmony Day ‘Boss Cook off’ between CEO Colin Osborne, and GM Property Services Gerard Bowen, saw Colin producing some ‘tough crocodile fillets’ in the words of residents

W

hen he was just seven years old, Colin Osborne’s father woke him up to watch the iconic Bathurst Race on a black and white television.

Despite being half asleep and bleary-eyed, he was transfixed.

“I can remember sitting in front of that for the whole day in my pyjamas,” he says, “and told my dad, ‘I want to do that one day’.”

Thanks to Osborne’s sheer grit and determination he did just that, and has raced around the world,

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May 2017

winning numerous competitions, three championships, and class victories in Bathurst 12-Hour races which he describes as, “as an enormous privilege and a childhood dream come true”.

He was a director of the Confederation of Australian Motor Sport (CAMS) for 20 years and

H E A LT H C A R E

founded his own commercial operation, Osborne Motorsport – Australia’s premium production car team – in 1990.

It turns out his 30-odd years in the healthcare sector have been pretty impressive too.

Osborne has been involved in

revitalising a number of public and private hospitals, including redeveloping the ailing Cavalry Mater Newcastle (CMN) hospital from a “financially delinquent basket case” into a success in 2009.

His flair caught the attention of the Anglican Care board who poached him for the top job in 2012 to reform the organization, and in

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ANGLICAN CARE

Our Seniors Olympics wasn’t complete without some time on the dance floor thanks to Chris Giles, General Manager Community Care and David Thorpe, from our East Lake Macquarie Dementia Service.

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H E A LT H C A R E

“We’re certainly in a phase of growth” – Colin Osborne, Chief Executive Officer of Anglican Care

the five years under Osborne’s leadership, the aged care giant has grown between 38 and 43 percent.

“We’re certainly in a phase of growth,” he says. “And that’s in bed numbers; staffing numbers – we’ve currently got more than 950 employees – revenue and expenditure budgets.

“We have a very significant capital works programme of about $150 million over the next five to seven years and currently have 11 nursing homes, but within the next 18 months that will be 13. We have five retirement villages which will soon have risen to eight.”

Providing a wide range of modern seniors’ facilities and services in NSW including retirement villages, nursing homes and home

care, the organisation is now the most recognised aged care brand in the Hunter region.

Anglican Care also dominates the seniors landscape in Newcastle, the Central Coast and Taree and reported an overall profit of $7.7 million in 2015/16, with an overall income increase of 9.11 percent.

Osborne, who scooped Most Outstanding Chief Executive Officer in the Care Sector in Australasia at the Australasian Over 50s Housing Awards in 2015, says one of the organisation’s biggest challenges is being able to maintain a mission-based culture in full recognition of the fact it must be commercially sustainable long term.

“For a long time in the not-for-profit

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Award winners – Anglican Care was recently announced as winners of the Safety Innovation Award at the Hunter Safety Awards, and was a finalist in three categories of the prestigious Australian HR Awards

sector people have taken that view that, ‘well, provided we earn what we spend on an annual basis, then everything’s okay’,” he says.

“But when you think about having a balance sheet with $100 million worth of assets on it, if you can’t get a proper commercial return on that investment, then that’s not actually very good stewardship of those assets.”

Anglican Care is known as a progressive organisation that has good brand penetration, recognition and reputation and is continually evolving due to people’s longer life expectancy.

Osborne says people need to plan financially for a much longer retirement phase in their lives now, explaining how more seniors want to stay in their

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H E A LT H C A R E

own homes for longer, and when people do move into a residential aged care facility or a nursing home, shared ward accommodation without en-suites just don’t cut it anymore.

“The people who influence decisions are sons and daughters, the baby boomers,” he adds.

“They have a much higher level of expectation about the types of services and the quality of services that we will provide to their parents.

“So our nursing homes have got to be immaculately presented and configured in such a way that people feel comfortable about their mum or their dad being there.”

He explains how the benchmark of what’s acceptable comes down to simple test.

“I call it the ‘My Mum, My Dad test’,” he adds. “And we instill upon our staff – if it’s not good enough for my mum or dad, then we don’t do it.

“And that comes down to not only the environment in which people are living, but also the way we as members of the Anglican Care team interact with our residents and our clients.”

Due to the significant capital works programme over the next five years, Osborne says the organisation needs to be aware of a greater sense of customer

Karen Best, General Manager of Residential Care Services, celebrating the launch of the innovative Lifestyle Resource Van with members of the Clinical Practice Unit w w w. a n g l i c a n c a re . c o m . a u

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Northwood Retirement Village at Tenambit is currently selling villas off the plan and offers great options for those people looking for a carefree retirement lifestyle

service in the way it delivers all services and interacts with clients and residents.

“Instilling those skills and that aptitude right across the breadth of our 950-plus team members is quite a challenge,” he says. “But it comes back to that brand penetration of Anglican Care in the community.

“That not only is a positive for us in relation to attracting customers, but it also helps in attracting staff. It’s one that has a good

reputation, and so we’re fortunate we’re able to attract good people all levels of our organisation.

“We’re still very much a valuesbased organisation, but also one that realises the normal rules of economics apply to us just as they do to any other organisation. And I think being able to introduce that understanding into a very strong, positive, pre-existing culture that was here when I started has been quite an achievement.”

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How do you update 72 kilometres of rail track while freeing up 225,000 square metres of green open space?

Elevation! Brett Summers, Project Director for the Level Crossing Removal Authority, explains why.

T

he Level Crossing Removal Authority was established in May 2015 when the government pledged $2.4 billion from the 2015-2016 budget to remove 50 dangerous and congested level crossings across Melbourne by 2022.

The Authority will ensure all level crossings are removed in a coordinated and efficient manner, and is responsible for all aspects of the project including planning and development, stakeholder engagement, procurement, through to construction and delivery.

Project Director Brett Summers, a civil engineer, is heading up the $1.6 billion Caulfield to Dandenong Level Crossing Project to remove nine

Brett Summers project director for the Level Crossing Removal Authority

Brett has extensive leadership and project management skills developed in a range of multi-disciplinary large scale projects over varying industries spanning 18 years in both the private and public sector. With 12 years of rail specific experience he has delivered projects in both green and highly complex brown field environments. Brett previously worked with the Regional Rail Link Authority, Victoria Australia.

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of these level crossings, creating more capacity for trains to access the city, which is renowned for its ‘four seasons in one day’ weather. With six kilometres of elevated track involved, this is the first elevated rail project of this scale in Australia.

He says: “Being in Victoria we have our own unique challenges with the operational environment.

We’ve certainly looked to other projects around the world, to

take lessons from them and adopt them where we can.”

What’s particularly interesting is the massive potential for innovation and design presented by the project’s use of an elevated rail option. Raising up three sections of the rail line will open up a linear corridor for the public to use, replacing what would be typically functional, uninspiring transport infrastructure with playgrounds, parks, cycle and pedestrian paths.

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“One of the reasons we were really intrigued by this solution is that of all the areas in Melbourne, this has some of the least amount of green open space,” says Summers.

“That kind of set off a light bulb moment for us where we thought, ‘let’s take a nontraditional approach and consider elevating the structure’.

Basically, everything we elevate, we open up that space underneath.

“Historically, when level crossings have been removed in Victoria, the train line is dropped into a ditch and that’s it. But on

this particular job we’ve flipped that whole concept on its head.”

In the end, there were several compelling factors that led to the choice of ‘rail over’ for the project, which is tackling all nine crossings as a package. Putting the rail line down into a trench would require three times the amount of rail closures and a dramatic increase in the number of trucks – particularly excavators - on the road.

The innovative plans mean the area opens up to 225,000 square metres – that’s a whopping 11

“It’s actually about leaving a legacy behind that improves everybody’s lives”

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Melbourne Cricket Grounds’ worth of green open space.

Local involvement But the proposed development of the nine-metre-high elevated rail hasn’t been without controversy.

In December 2016, protest group Lower Our Tracks lost a Supreme Court bid to stop the project, claiming the Government failed to properly consult the public and kept the plans secret to avoid a political outcry.

Residents opposing it claimed it would lower property values due to being ugly and noisy, but Summers says opinions are slowly changing.

“Obviously, the biggest challenge we’ve faced on this job is changing that perception and history that’s come before us,” he says. “Early on, that was a challenge, but over the last 12 to 18 months we have seen the pendulum swing from the broader community that can see the benefits.”

Summers stresses the

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importance of the community having an active role in the future of the new open space, and has formed an independent expert panel to make sure the right mix of local knowledge and technical expertise feed in to the design.

Chaired by the head of the Royal Botanic Gardens, Professor Tim Entwisle, the Community Open Space Expert Panel also includes members of local communities, councils, and organisations such as Bicycle Victoria, Victoria Police and the Office of the Victorian

Government Architect. They will present their recommendations to LXRA later in 2017. “A lot of it came back to wanting to leave a legacy behind,� he

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explains. “This isn’t just about removing level crossings in a transport project. It’s actually about leaving a legacy that improves everybody’s lives there.

A dedicated $15 million maintenance fund will be established to make sure the space is well-cared-for long after the project has wrapped up. But getting the community on board early on is just as important, says Brett.

“If we want it to be nice and green – not graffitied or run down within five years, then we have to build something they’re

AU $1.6 BILLION Levels Crossing Removal Authority Annual Revenue passionate about. Because if we build something the community doesn’t want or embrace, they’re less likely to use it.”

Summers says the Panel has spent the last 10 months brainstorming ideas, which they’re now testing with the

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just being a transport corridor to get from point A to point B.

CLAYTON ROAD ACTIVATED SPACE

broader public via an online portal. The community have also been given ‘carte blanche’ to submit ideas, which have so far ranged from bike repair stations to activity hubs and markets.

“One idea is an open outdoor art gallery,” he reveals. “Taking the structural columns that actually hold up the elevated bridge and putting local community and artist artwork on there - you can wander between the columns and it becomes an open air, outdoor art gallery. So far the response has been overwhelmingly positive.

People see it as a real key to those local precincts and it’s trying to change the mindset from it just being a transport corridor to get from point A to point B. “This flips that concept

Year Founded

2015

on its head and tries to turn some of these precincts into a destination. We see it as a catalyst for broader improvement around those local precincts.

It’s no longer about catching a train to go through an area, it’s actually trying to encourage the community to visit, to shop and spend money in that area.”

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Sustainable He says raising the rail line rather than lowering it has benefits from an environmental sustainability point of view, including not needing to move infrastructure, like gas or water mains, or dig up contaminated material that’s been in the rail corridor for a long time.

“All we do is once we actually elevate the train line,” he says, “is strip the surface off, so get rid of any of the nasty stuff, and then reinstate a beautiful linear park. And we can actually improve the natural environment.

“One of the key design elements is capturing all of that storm water run off from the elevated structure, so from the bridge up in the air, and using it to irrigate the linear park.”

It’s a game of many parts involving stakeholders from councils, Vic Track – who own the land asset – and Metro Trains, who run it. Summers believed it will be the local councils who are ultimately responsible for maintaining each element, “because it’s their constituents

that will actually be using it”.

An initial payment of $15 million, funded through the Level Crossing Removal Project, will be set aside exclusively for maintenance.

“It’s been hard,” he admits.

“Trying to find that balance between green open space, plus car parking and playgrounds to support the rail environment and get the right mix. But another opportunity that comes with this linear park is we can actually replant trees. If you put a ditch in the ground, there’s no opportunity to really landscape. But we can replant thousands of plants that can grow to a mature height because the train line is now up in the air, which creates an ecological corridor for flora and fauna.

“One of the key concerns from residents is there might be a community of birds or wildlife that live in an adjacent park. But by elevating the train line and reinstating a linear park, we’ll actually draw more wildlife to the area.”

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